BALANCED SCORECARD AND THE PRINCIPLES OF THE STRATEGYFOCUSED ORGANIZATION - A STUDY IN WINNING COMPANIES OF THE NATIONAL QUALITY AWARD

Abstract

The Balanced Scorecard (BSC) had been used as a tool for monitoring and communication strategy, to align organizations by inserting a new vision by integrating non-financial performance indicators to traditional measures. Proper use of the BSC leads to a new management style, focused on strategies management, using three dimensions: strategy, which should be translated as the primary responsibility for the organizational agenda; the focus should be concentrated, the BSC, as a model and system to aid the organization directions, and the notion that all employees are important to the process. This article discusses theoretical considerations about strategies, BSC and the principles of the strategy-focused organization. Results are described from a study conducted in two companies that won the National Quality Award (PNQ), in the years 2007 and 2008, which adopt differentiated strategic management models. The research presents an analysis of companies and adherence to the five principles of the strategy-focused organization (SFO), proposed in the BSC. From analysis of reports and documents, study results show that the two companies have a high level of adherence to the SFO, showing that, regardless of adopted strategic management methodology, any organization with focus and strategic alignment is able to adhere to these principles.